《物流专业英语》04《物流专业英语》Unit4Howsupplychainswork第三版新编

授课日期_______年___月___日授课教师授课专业/班级______专业______班级讲授单元Unit4单元讲授时长二学时讲授内容物流术语、课文、课堂练习教学任务：掌握本单元的物流专业术语掌握本单元的核心概念熟悉本单元的常用物流英语表达法熟悉本单元的物流流程第一部分Section1本单元核心术语Coretermsforwardlogistics正向物流reverselogistics逆向物流deliverystatus交货状况SCM供应链管理(supplychainmanagement)VMI供应商管理库存(vendor-managedinventory)inboundlogistics内向物流intra-orglogistics企业物流内部outboundlogistics外向物流第二部分Section2本单元核心概念CoreconceptsWhatisSCM?什么是供应链管理？Supplychainmanagement(SCM)isconcernedwiththeintegration,coordinationandcontroloftheflowofmaterial,informationandfinancesinsupplychains.供应链管理（SCM）涉及到对供应链中材料流、信息流和资金流所进行的整合、协调和控制。课堂教学之——Step1

单词领读由教师当堂领读生词纠正学生的发音领读完之后给学生留出5分钟的时间来温习单词。课堂教学之——Step2

重点内容掌握核心术语学习时间5分钟课堂教学之——Step3

难点学习理解并背诵核心概念学习时间5分钟课堂教学之——Step4

课文学习理解课文的意思对难句进行语法和结构讲解学习时间30分钟课文学习提示：教师在讲解课文时，除对课文进行翻译之外，还要顺带讲解一下难句的语法结构。1.课文翻译TextTranslationThethreeflowsofasupplychain供应链的三种“流”Supplychainmanagement(SCM)isconcernedwiththeintegration,coordinationandcontroloftheflowofmaterial,informationandfinancesinsupplychains.供应链管理（SCM）涉及到对供应链中材料流、信息流和资金流所进行的整合、协调和控制。Integration整合Coordination

协调

Control

控制

SCM

FlowofMaterials材料流

Flow

ofInformation信息流

FlowofFinances资金流

Figure1:ConceptofSCM图1:SCM（供应链管理）概念SCMcanbedividedintothreemainflows:Theproductflowormaterialsflowincludesmovinggoodsfromsuppliertoconsumeraswellasdealingwithcustomerserviceneeds.Theinformationflowincludesorderinformationanddeliverystatus.Thefinancialflowincludespaymentsschedules,credittermsandadditionalarrangements.SCM分为三个主要的流：产品流或材料流包括包括商品从供应商向客户的移动，也包括处理客户的服务需求。信息流包括订单信息及交付状况。金流包括付款时间安排表，赊账条款以及追加安排TheBullwhipEffect

“牛鞭效应”Thebullwhipeffect(orwhiplasheffect)isanobservedphenomenoninforecast-drivendistributionchannels.Itreferstoatrendoflargerandlargerswingsininventoryinresponsetochangesindemand.TheconceptfirstappearedinJayForrester'sIndustrialDynamics(1961)andthusitisalsoknownastheForrestereffect.Sincetheoscillatingdemandupstreamasupplychainisreminiscentofacrackingwhip,itbecameknownasthebullwhipeffect.“牛鞭效应”或“鞭抽效应”是在预测驱动型流通渠道中的一种已观察到的现象。它是指在响应需求方面存货变得愈来愈大的摆动。这一概念首先由JayForrester在《工业动力学》中提出的，因些又称之为Forrester效应。由于在供应链上游的需求震荡让人联想到脆响的鞭声，它就被称之为“牛鞭效应”。Demandfactorsarethenumberonecontributionfuelingthebullwhipeffect.Thesefactorsrelatetoconsumer,retail,andwholesalerdemandlevels.Whenconsumersdemandmoreofacertainproduct,theretailersoftheproductdemandmoreofitfromtheirwholesalers,whichcausesanincreaseindemandfrommanufacturersaswell.需求因素是推动牛鞭效应的头号成因。这些因素与消费量、零售量以及批发量相关联。当消费者需要某种产品的量增加时，该产品的零售商面向其批发商的需求量随之增加，相应地，生产厂家的需求量也会增加。Asthebullwhipeffectoccurs,whichisusuallyduetounmanagedentitieswithinsupplychainsmisreadingormiscalculatingactualneededproductlevels,increasedcostanddissatisfiedcustomersbecomepresent.Ineffectivecommunication,orderbatching,andrecessionsoftenleadtothebullwhipeffectaswell.牛鞭效应通常是由于供应链内管理不当的实体误读或者误算了实际所需求的产品量所致，随着牛鞭效应的发生，就会出现成本增加以及客户不满意的情况。效率低下的沟通、订单计量以及经济不景气也常常会导致牛鞭效应。MTOvsMTS

订货型生产vs备货型生产Supplychainsareoftenclassifiedaspushorpullsystems.供应链经常被分类为推动式或拉动式两个系统。Themake-to-order（MTO）system,alsoknownasthepullsystem,meansthatthemanufacturerdoesnotbegintomaketheproductuntilorunlessafteritreceivestheorderfromthecustomer.MTOisanorder-drivensupplychainmodelinwhich,themanufacturerdoesnotholdinventoriesinusualcases.按订单生产（MTO），又称为拉动式系统，是指厂家只有在收到订单后才开始制造产品，MTO是一个订单驱动型的供应链模型，通常情况下，该模型下的厂家不持有库存。AsopposedtoMTO,themake-to-stock(MTS)system,orpushsystem,isasupplychainmodelinwhichthemanufacturermakestheproductionanddistributiondecisionsonthebasisofmarketforecasts.和MTO相反，在按库存生产（MTS），或称推动式生产的供应链模型中，厂家基于市场预测做出生产及流通的决定。Productionplannersforecastandestimatetheeffectivedemandandinventoriesareheldinwarehousesandattheretailers.MTSisaforecast-drivensupplychainmodel.生产规划者们预测和估计有效的需求量，而库存则由仓库和零售商来持有。MTS是一个预测驱动型的供应链模式。Whetherapushsystemismoreappropriatethanapullsystemdependsonproductfeatures,manufacturingprocesscharacteristics,aswellasdemandvolumeandvariability.推动式系统是否比拉动式系统更恰当取决于产品特征、制造工艺特性，以及需求量和变量。Asanexampleofpracticalapplicationinthecomputersector,DellComputeradoptstheMTOsystem,minimizesthestocklevelsandhandlestheorder-drivenmodelwithadefthand.However,LenovoComputeroperatestheMTSsystemandownsanextensivesalesnetwork.Both,ascompetitorsinthesameline,haveachievedsuccessintheirownright.举一个在电脑业的实际应用的例子，戴尔电脑采用MTO系统，把库存量降到了最低水平并熟练地操作着这一订单驱动型的模式。然而，联想电脑却运营着MTS系统并且拥有广泛的销售网络。作为同行业内的竞争对手，两家公司都以各自的能力获得了成功。WhatisVMI?

什么是供应商管理库存？Traditionally,customers(bothretailersandfinalconsumers)havebeeninchargeofmonitoringtheirowninventorylevelsandplacepurchaseorderstovendors(retailer-managedsystems).传统上讲，客户（既包括零售商也包括最终消费者）负责监督自己的库存量并向卖方下采购订单（零售商管理系统）。Inrecentyears,therehasbeenagrowthinVMI(vendor-managedinventory),inwhichvendorsmonitorcustomersales(orconsumption)andinventoriesthroughelectronicdatainterchange(EDI),anddecidewhenandhowtoreplenishtheircustomers.近年来，VMI（供应商管理库存）的使用在增长，在VMI中，供应商通过电子数据互换网（EDI）监督客户的销售（或消费）及库存，并决定何时以及怎样给客户补充货物。Vendorsarethusabletoachievecostsavingsthroughabettercoordinationofcustomerdeliverieswhilecustomersdonotneedtoallocatecostlyresourcestoinventorymanagement.供应商因而能够通过更好地协调客户递送而取得成本节约，于此同时，客户亦无需将昂贵的资源安排到库存管理方面。ForwardlogisticsVsreverselogistics

正向物流Vs逆向物流Forwardlogisticsisasupplychainprocessinwhichtheproducttravelsfrommanufacturertocustomerviadistributors,retailersetc.正向物流是产品从厂家经由配送商、零售商等方面向客户流动的供应链过程。However,therearecaseswheregoodsneedtobereturnedandmakeareversetravelfromcustomertothemanufacturer.Thisiscalledreverselogistics.Reversemovementofgoodsmayhappenforavarietyofreasons:然而，在有些情况下，商品需要被退回并从客户向厂家的流动，这就是逆向物流。商品逆向流转的发生可能因多种原因而发生：faultygoodsreturnedforrepairorreplacementreturnofunsoldgoodspackagingreturnedforreuseorrecyclingreturnofundeliveredorundeliverablegoods因维修或更换而退回的缺陷产品未售出商品的退回 因再利用或回收而退回的包装未交付或无法交付商品的退还Inbound,intra-organdoutboundlogistics内向物流、公司内部物流与外向物流Thesupplyofmaterialstothemanufacturingprocessisinboundlogistics.Movementofmaterialswithintheplantasinpackingandstorageprocessesisinternalorintra-orglogistics.给制造工序提供材料是内向物流。材料在工厂内部的流转，如在包装与储存过程中的流转是内部物流或公司内物流。Theonwardmovementofmaterials(orfinishedproducts)tothenextnode(distributorsorcustomers)inthesupplychainisoutboundlogistics.Figure2isasimpledisplayofthethree.材料（或成品）向前流转到供应链的下一个节点（配送商或客户）是外向物流。图2是三者的简单演示。Figure2:

Inbound,intra-organdoutboundlogistics图2:

内向物流、公司内物流与外向物流以上内容为第一学时内所应完成的内容课堂教学之——Step5

阅读材料提示：这部分内容由教师指导，学生自学。以提高学生的自主学能力。Servicelevelagreement

服务水平协议Theproperfunctioningofthewholesupplychainissoimportantthattherequiredperformancelevelstobeprovidedbyvariouspartsofitareoftenthesubjectofaservicelevelagreement.Theservicelevelagreementsetsoutthelevelofservicetobeprovided,theperformancecriteriatobeusedtomeasuretheserviceleveland,usually,thepenaltiestobeappliedinthecasethatthesecriteriaarenotmet.整个供应链的适当运行是非常重要的，由其各个部分所提供的必需的运作水平经常成为服务水平协议的主题。服务水平协议规定了必须提供的服务，规定了检测服务水平的操作标准，并在无法达到这些标准的情况下通常规定了所实施的惩罚条款。Theagreementmaybeaformallynegotiatedcontractinthecaseofathirdpartyserviceprovider,oraninternalworkingarrangementinthecaseofagreementsbetweendifferentdepartmentswithinthesameorganization.如果由第三方服务提供商来提供服务，该协议可以是一个经双方正式协商过的合同；如果是同一单位内部不同部门间的协议，它也可以是一个内部工作协议。Asanexample,thefranchisingofpassengertrainoperationsusesaservicelevelagreementtospecifytheminimumnumberofservicestobeprovidedinthetimetablewithregardtopunctualityandactualservicesrun.例如，针对正点运营及实际运行的车次，客运火车特许经营就使用服务水平协议，来具体限定时刻表中所规定的最少数量的服务项目。Wheneitheroftheselasttwofeaturesfallsbelowthethresholdlevelsetbythefranchiseagreement,afinancialpenaltyisappliedbywayofcompulsoryrefundstoseasonticketholdersandalimitationontheamountbywhichfarescanriseinthenextyear.当最后这两点中的任一点未能达到特许协议书所规定的最低水平时，就要施行罚款，该罚款可以是通过给季票持有者进行强制性退款，也可以对第二年票价上涨的额度进行限制。

Similarly,thirdpartydistributioncontractsfrequentlysetservicelevelsintermsofdeliverywindowsthatmustbemet.Thismeansthatloadsmustbedeliveredatspecifictimes.Latedeliveryoftenmeanstherefusaloftheload.同样，第三方配送合同依照必须达到的交货窗口条件频繁地规定服务水平，这就意味着货物必须在特定的时间交货，延误交货经常意味着载货会被（客户）拒收。Ifthishappens,thetransportoperatornotonlyhastopayapenaltyforfailingtomeetthe‘window’,butalsofacestheproblemofdealingwithavehiclewithaloadthatcannotbedelivered.Inadditiontotheseimmediatepenalties,poorperformancemakesitlesslikelythattheoperatorwillbeawardedanothercontractwhenthecurrentoneexpires.如果发生这样的情况，运输运营商不仅会因为没能达到“窗口条件”而支付罚金，而且还要面临处理未交付货物的问题。除了这些直接的惩罚外，低劣的表现还使得运输运营商在当前合同到期后不太可能获得接下来的合同。Fromtheaforesaidcontent,wespecifyaservicelevelagreementas:根据前述的内容，我们把服务水平限定为：Anagreementbetweentheserviceproviderandcustomers,quantifyingtheminimumacceptablelevelofservicetothecustomer服务提供商和客户之间的一个协议，它量化了客户可以接受的最低服务水平。

课堂教学之——Step6

课堂练习提示：这部分内容由教师指导，学生自学。以提高学生的自主学能力。

1.AnswerthefollowingquestionsinEnglish:

1.WhatarethethreeflowsinSCM?SCMcanbedividedintothreemainflows:Theproductflowormaterialsflowincludesmovinggoodsfromsuppliertoconsumeraswellasdealingwithcustomerserviceneeds.Theinformationflowincludesorderinformationanddeliverystatus.Thefinancialflowincludespaymentsschedules,credittermsandadditionalarrangements.2.WhatistheBullwhipEffect?Thebullwhipeffect(orwhiplasheffect)isanobservedphenomenoninforecast-drivendistributionchannels.Itreferstoatrendoflargerandlargerswingsininventoryinresponsetochangesindemand.TheconceptfirstappearedinJayForrester'sIndustrialDynamics(1961)andthusitisalsoknownastheForrestereffect.Sincetheoscillatingdemandupstreamasupplychainisreminiscentofacrackingwhip,itbecameknownasthebullwhipeffect.3.WhatistheMTOsystem?Themake-to-order（MTO）system,alsoknownasthepullsystem,meansthatthemanufacturerdoesnotbegintomaketheproductuntilorunlessafteritreceivestheorderfromthecustomer.MTOisanorder-drivensupplychainmodelinwhich,themanufacturerdoesnotholdinventoriesinusualcases.4.WhatistheMTSsystem?AsopposedtoMTO,themake-to-stock(MTS)system,orpushsystem,isasupplychainmodelinwhichthemanufacturermakestheproductionanddistributiondecisionsonthebasisofmarketforecasts.Productionplannersforecastandestimatetheeffectivedemandandinventoriesareheldinwarehousesandattheretailers.MTSisaforecast-drivensupplychainmodel.5.WhatisVMI?Inrecentyears,therehasbeenagrowthinVMI(vendor-managedinventory),inwhichvendorsmonitorcustomersales(orconsumption)andinventoriesthroughelectronicdatainterchange(EDI),anddecidewhenandhowtoreplenishtheircustomers.Vendorsarethusabletoachievecostsavingsthroughabettercoordinationofcustomerdeliverieswhilecustomersdonotneedtoallocatecostlyresourcestoinventorymanagement.6.Whatareforwardlogisticsandreverselogistics?Forwardlogisticsisasupplychainprocessinwhichtheproducttravelsfrommanufacturertocustomerviadistributors,retailersetc.However,therearecaseswheregoodsneedtobereturnedandmakeareversetravelfromcustomertothemanufacturer.Thisiscalledreverselogistics.7.Whatareinbound,intra-organdoutboundlogistics?Thesupplyofmaterialstothemanufacturingprocessisinboundlogistics.Movementofmaterialswithintheplantasinpackingandstorageprocessesisinternalorintra-orglogistics.Theonwardmovementofmaterials(orfinishedproducts)tothenextnode(distributorsorcustomers)inthesupplychainisoutboundlogistics.

2.PutthefollowingwordsorphrasesintoChinese:integration,coordinationandcontrol

financialflow

paymentsschedules

creditterms

bullw